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Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
Agile Management Course
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Agile Management Course

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Agile management is an often overlooked part of Agile. There is much information available for Agile developers, testers, and project managers, but very little for development managers and team …

Agile management is an often overlooked part of Agile. There is much information available for Agile developers, testers, and project managers, but very little for development managers and team leaders. However, when organizations adopt Agile software development, not only developers, testers, and project managers need to learn new practices. Development managers and team leaders must also learn a new approach to leading and managing Agile organizations.

http://www.jurgenappelo.com/training/

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  • Awesome! Thanks for sharing:-)
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  • Very Interesting Jurgen ! Thanks for sharing. Good weekend. Bernard

    PS: Feel free to visit our 20 groups and you join us. (If not already). I'm sure some will grab your interest... You're welcome. If you wish, you can view a list of all our groups here: http://www.slideshare.net/Bern7/list-of-all-our-groups-slideshare
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  • 1. Agile Management<br />A course by Jurgen Appelo<br />
  • 2. There are many books for Agile developers<br />
  • 3. But only a few for Agile managers<br />
  • 4. But every Agile organization...<br />
  • 5. ...also needs a few managers.<br />
  • 6. Managers<br />are usually seen as impediments<br />http://www.versionone.com/state_of_agile_development_survey/10/<br />
  • 7. But Agile managers are part of the system<br />
  • 8. Management 3.0 is all about being a great manager<br />
  • 9. Agile Management<br />Now there is a two-day course to supplement the book<br />A course by Jurgen Appelo<br />
  • 10. Agile Management<br />It covers many topics for Agile managers...<br />A course by Jurgen Appelo<br />
  • 11. Differences between Agile methods<br />http://www.versionone.com/state_of_agile_development_survey/10/<br />
  • 12. 1. People<br />2. Functionality<br />3. Quality<br />4. Tools<br />5. Time<br />6. Value<br />7. Process<br />The 7 dimensionsof software projects<br />
  • 13. Challenges in Agile adoption<br />http://www.versionone.com/state_of_agile_development_survey/10/<br />
  • 14. Complexity Thinking<br />
  • 15. Causal loop diagrams<br />
  • 16. The unknown...<br />Jokers<br />Black swans<br />
  • 17. Complex vs. complicated<br />
  • 18. People and interaction<br />
  • 19. The 10 intrinsic desires<br />
  • 20. One-on-one meetings<br />
  • 21. The 12 best questions<br />Do I know what is expected of me at work?<br />Do I have the materials and equipment I need to do my work right?<br />At work, do I have the opportunity to do what I do best every day?<br />In the last seven days, have I received recognition or praise for doing good work?<br />Does my supervisor, or someone at work, seem to care about me as a person?<br />Is there someone at work who encourages my development?<br />At work, do my opinions seem to count?<br />Does the mission/purpose of my company make me feel my job is important?<br />Are my co-workers committed to doing quality work?<br />Do I have a best friend at work?<br />In the last six months, has someone at work talked to me about my progress?<br />This last year, have I had opportunities at work to learn and grow?<br />
  • 22. Self-organizing teams<br />
  • 23. Distributing authorization<br />
  • 24. The 4 types of trust<br />
  • 25. The 7 levels of delegation<br />Tell: make decision as the manager<br />Sell: convince people about decision<br />Consult: get input from team before decision<br />Join: make decision together with team<br />Advise: influence decision made by the team<br />Confirm: ask feedback after decision by team<br />Delegate: no influence, let team work it out<br />
  • 26. Authority boards<br />
  • 27. Protection of people<br />
  • 28. Goals and purpose<br />
  • 29. Goal setting criteria<br />
  • 30. Management by objectives<br />
  • 31. Protection of shared resources<br />Budgets<br />Energy<br />Office space<br />Environment<br />System admins<br />Food<br />
  • 32. 7 approaches to competence<br />1. Self-Development<br />2. Coaching & Mentoring<br />3. Training & Certification<br />4. Culture & Socialization<br />5. Tools & Infrastructure<br />6. Supervision & Control<br />7. Management<br />
  • 33. Skill versus discipline<br />
  • 34. Individuals<br />Teams<br />Departments<br />Business Units<br />Organization<br />Measurements<br />1. Time<br />2. People<br />3. Tools<br />4. Functionality<br />5. Quality<br />6. Process<br />7. Value<br />
  • 35. Communication between teams<br />
  • 36. Structure of teams<br />
  • 37. Functional versus cross-functional teams<br />
  • 38. Job titles and leadership<br />
  • 39. Value units & value networks<br />
  • 40. Continuous improvement<br />
  • 41. Improvement strategies<br />
  • 42. Fitness landscapes<br />2, 4<br />Kaikaku<br />Radical improvement<br />1, 3, 5<br />Kaizen<br />Gradual improvement<br />
  • 43. And more...<br />
  • 44. http://www.jurgenappelo.com/training/<br />

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